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Transcript of D1.HRS.CL1.15 Slide 1. Subject Elements This unit comprises four Elements: Identify and analyse the...
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RECEIVE AND RESOLVE CUSTOMER COMPLAINTS
D1.HRS.CL1.15
Slide 1
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Subject Elements
This unit comprises four Elements:
Identify and analyse the complaint
Respond to complaints
Determine and agree upon appropriate action to resolve complaint
Refer complaints
Slide 2
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Assessment
Assessment for this unit may include:
Oral questions
Written questions
Work projects
Workplace observation of practical skills
Practical exercises
Formal report from supervisor
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Slide 4
Element 1:Identify and analyse the complaint
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Identify and analyse the complaint Performance Criteria for this Element are:
Receive and accurately record a verbal complaint using active listening and empathy techniques
Identify through appropriate communication techniques the exact nature of the customer’s complaint
Maintain register or complaint file/s in accordance with the requirements of the enterprise’s information system
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Complaints
Regardless of how well a business operates, problems will occur.
When problems occur, complaints are the common outcome that needs to be addressed:
Who is normally the cause of problems?
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Complaints
Regardless of the complaint they must be:
Identified
Addressed in a timely manner
Resolved hopefully to the satisfaction of both the organisation and customer
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ComplaintsQuite often complaints arise when the customer’s:
Needs
Wishes
Expectations
are not met!
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Customer needs, wishes and expectations Common problems in relation to customer service
revolve around the concepts of customer needs, wishes and expectations
Customer service centres around an organisation’s ability to meet or exceed customer needs, wishes and expectations
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Customer needs
Needs
These underlie wishes and expectations and are the things customers are unable to do without.
They may be in a foreign town and simply cannot do without:
A bed for the night
A meal or beverage
A clean and hygienic environment
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Customer needs
Generic customer needs
Whilst all the organisation’s customers have their own individual needs, there are a number of generic or common needs that staff must address when providing quality customer service.
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Customer needs
Generic customer needs
Value for money
‘Offering’ reflecting what was advertised
Expectations met or exceeded
To feel respected
To feel welcomed
To be served by friendly staff
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Customer needs
Generic customer needs
To be dealt with in a prompt and courteous manner
To receive assistance when necessary
To be in comfortable, clean surroundings
To feel remembered and recognised
To be heard and understood
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Customer needs
Specific target market needs
Business:
Computer and internet access
Newspapers
Executive lounges
Laundry services
Business and news channels
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Customer needs
Specific target market needs
Women:
Hairdryers
Larger mirrors
Healthier food options
Specific bathroom amenities
Fashion magazines
Bath
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Customer needs
Specific target market needs
Family:
Interconnecting rooms
All inclusive packages
Entertainment options
Child care facilities
Children’s television programs
Safety
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Customer needs
Specific target market needs
Leisure:
Cheaper rates
Local attractions
Concierge services
Activities
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Customer needsSpecific target market needs
Elderly:
Single beds
Medical facilities
Suitable food options
Cheaper rates
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Customer needs
Specific target market needs
Groups:
Need for large allocation of rooms
Cheap rates
Meeting rooms
Specialised menus
Bus access and parking
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Customer wishes
Wishes
These refer to the way in which our customer would prefer to satisfy a specific need, but they may not have the resources to meet these wishes.
They may wish to:
Stay in the luxury suite
Dine at an internationally renowned, 5 star fine dining restaurant
Drink expensive champagne
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Customer expectations
Customers have perceived expectations of what level of service they expect when visiting a venue:
Where do expectations come from?
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Customer expectations
Origins of customer expectations
The company’s image or reputation in the market
Past visits
Advertisements and promotional messages
Competing hotels
Industry standards
Comments from family, friends and colleagues
Price charged for the offering
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Complaints As mentioned, complaints arise when customers’
needs, wishes or expectations are not met
Complaints are a common part of any organisation
It is unrealistic to think that everyone will be happy, every day
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Complaints
Keys to handling complaints
Three keys to respond to customer complaints are to be:
Positive
Sensitive
Polite
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ComplaintsTypes of complaints
Rude staff and management
Difficult or demanding customers
Lack of service, or poor, service
Expectations not being met
Dissatisfaction with the accommodation
Services are poor
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Complaints
Types of complaints
Unhygienic conditions
Low comfort levels
Rowdy and unacceptable behaviourdisplayed by other customers
A mistake with an account
Error in the reservation or booking
Special requests not being adhered to
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Complaints
Types of complaints
Limited or no rooms/tables available
Requirement to guarantee a reservation
Inflexibility in methods of payment
Hidden charges
Ejection from the premises
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Complaints
Warning signs of a complaint
Usually, before someone makes a complaint, they give outward signs of their dissatisfaction:
What are possible warning signs that a customer is about to complain?
Can all complaints be predicted?
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Complaints
Warning signs of a complaint
Some signs of dissatisfaction include negative changes in:
Body language
Voice
Actions
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Complaints
Warning signs of a complaint
Common actions a guest may make when about to complain includes:
Look angry or aggressive
Appear flustered or frustrated
Display contorted facial expressions
Glance around as if seeking assistance
Physically touch another guest or colleague
Become too loud
Become argumentative
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Complaints
Delivery of complaints
There are a number of ways in which a complaint is brought to the attention of staff and management:
Written complaints
Verbal – face to face
Verbal - telephone
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ComplaintsDeal with complaints sensitively, courteously and discreetly
When handling all compliant situations it is important to deal with them in a manner that is:
Friendly
Efficient
Respectful
Courteous
Thorough
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Complaints
Being sensitive
Being sensitive when dealing with a customer complaint asks you to:
Take all complaints seriously
Take time to assess the environment
Factor in relevant issues
Approach each situation appropriately
Make requests and suggestions to people
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ComplaintsBeing courteous
Being courteous means being polite:
Use people’s name, where known
Say ‘please’ when asking them to do something
Say ‘thank you’ if they comply with a request
Demonstrate respect for them
Use open gestures
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Complaints
Being discreet
Being discreet when dealing with complaints asks you to:
Talk quietly to the person
Remove the person to another area, if possible
Take whatever action is appropriate to deal with the situation without drawing unnecessary attention to it
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Handling complaints
Handling complaints
What, in your opinion is the best way to handle complaints?
What would you do first?
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Greeting the customerHandling complaints
Greet them
Identify yourself
Identify who the guest is
Thank them for bringing the complaint to their attention
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Greeting the customer
Handling complaints
Offer assistance in trying to find a suitable solution to their complaint
Take the person to a suitable location
Depending on the situation, you may wish to offer them a refreshment
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Use effective communication
Once we have greeted the customer, one of the most important aspects of handling customer complaints effectively is through the use of effective communication:
What ways do we communicate with each other?
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Use effective communication
Communication skills
Communication involves sending and receiving messages:
Verbally
Non-verbally
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Use effective communication
Communication skills – verbal
Listening
Questioning
Speaking
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Use effective communication
Communication skills – non-verbal
Facial expressions
Eye contact
Gestures
Posture
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Use effective communication
Interpersonal skills
The following skills are important for effective workplace communication:
Face the person you are talking with
Maintain eye contact if possible
Address the person by their name
Establish a rapport
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Verbal communicationListening
At this time the most important thing to do is to listen so you can:
Identify the main points of the complaint
Separate the actual aspects of the complaint from the emotion
Identify a possible suggested solution
The customer must be given the time to say their piece!
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Verbal communication
Questioning
Asking questions also enables you to:
Acquire more accurate information
Identify what the other person wants in orderto solve the complaint
Demonstrate you are actively and genuinely interested in resolving the complaint
Clarify ambiguities
Better understand contexts
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Verbal communication
Types of questions
Closed questions:
Asking closed questions clarifies or confirms information
Simple ‘Yes” or “No” answer
Open questions:
Asking open questions is often used to gain more information
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Verbal communicationQuestioning techniques
Useful techniques when questioning people to obtain information about a complaint or to determine a possible solution are to:
Rephrase or repeat questions
Paraphrase the responses they have given you
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Non verbal communication
Observing customer’s body language
When we listen and question, we are also:
Watching to identify non-verbal communication
Analysing what the person is saying
Interpreting the words and the body language
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Non verbal communicationTransmitting body language
You need to pay attention to the messages your body language is sending when dealing with a conflict situation:
Your stance and posture
Your facial expressions
How you hold your arms
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Recording complaint details
Write information
When the customer is talking, it is important that you write the information down as it:
Helps identify the actual aspects of the complaint
Shows you have taken the complaint seriously
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Recording complaint details
Repeat information
Once the customer has finished explaining their complaint, it is worthwhile to repeat back the complaint to the customer.
This allows you to establish:
The scope and nature of the problem
Any history that might accompany it
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Recording complaint details
Repeat information
Repeating information is important as it:
Shows that you have indeed been listening
States the complaint, without the emotion – normally making the complaint less serious
Ensures the complaint is correct
Acts as a basis to work towards a solution
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Speaking
Now that we have listened and asked questions to identify the aspects of the complaint it is now time to work towards finding an acceptable solution
It is now our time to speak and to start the process towards reaching a solution to the complaint
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Speaking
The effectiveness of our communication will be influenced by various elements of our speech.
These elements are:
Pitch or tone
Intensity
Projection
The pauses we use in our speech
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Speaking
Stay calm and positive
A positive and cooperative manner can help to:
Smooth over a potentially problematic situation
Demonstrate your willingness to resolve the issue
Create an initial friendly atmosphere
Maintain positive customer relations
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Speaking
Apologise for problem and inconvenience
One of the first things that we communicate in our response is to acknowledge that a complaint exists:
Thank the customer for bringing the complaint to them
Acknowledge that a problem has occurred
Acknowledge the inconvenience
Apologise for it
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Clarify details of the complaint
Defining the complaint
An essential factor in resolving complaints is that:
The nature and details of the conflict are identified
Accepted by everyone as being at the heart of the issue
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Clarify details of the complaintDefining the complaint
Names of those involved
Details of times, dates, figures, amounts
Identification of exact service or products that failed
The factual details
Actions or inactions taken (or not taken)by staff or other people
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Agree on details of the complaint
Agree on the nature and details of the complaint
Repeat back to the person what they have told you
Elicit additional information and clarification
Obtain assurance that what they have told you constitutes the entire complaint
Confirm they are genuinely seeking a solution to what has been described
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Handling alcohol related complaints
Whilst most complaints are not influenced by alcohol, it is important to handle these situations, when they arise, in a professional manner:
Why is handling complaints involving alcohol different?
How do you handle these situations?
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Handling alcohol related complaints
Tips for handling alcohol related complaints
Identify situations where problems may arise as early as possible
Try to involve the customer by providing options
Treat the customer professionally
Don’t touch the customer, where possible
Take action as early as possible
Follow all house policies, rules and regulations
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Keeping written documentation
Whenever a complaint is received it is common policy for many hospitality establishments to keep a written record of it:
What are the benefits of keeping a written record of information?
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Keeping written documentation
Benefits of written documentation
Establishes a clear record of facts relating to a complaint
Identifies any communication or action taken place to date
Keeps facts of a complaint accurate and impartial
Is helpful for additional internal and external parties who may later become involved in the complaint resolution process
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Keeping written documentation
Benefits of written documentation
Can be used as a reference for similar complaints in the future
Acts as an evidence source if additional costs are incurred
Acts as a tool to identify common problems which are to be investigated
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Keeping written documentation
Complete any necessary documentation accurately
Regardless of the documentation to be used, all information recorded should be completed:
Accurately and honestly
Clearly
Comprehensively
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Keeping written documentation
Complete any necessary documentation accurately
It is imperative that all staff have an understanding of:
The internal forms and reports that need to be completed
The mandatory registers that need to be completed
When to complete forms, reports or registers
Who is allowed to complete them
The time within which they must be completed
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Element 2:Respond to complaints
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Respond to complaints
Performance Criteria for this Element are:
Process complaints in accordance with organisational standards, policies and procedures
Obtain and review documentation in relation to complaints
Maintain register of complaints/disputes
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Processing complaints
Once complaints have been received, agreed and documented it is now time to:
Process the complaint
Hopefully find a solution
That is of benefit to both the customer and the organisation
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Processing complaints considerations
Organisational standards, policies and procedures
When processing complaints they must be done in compliance with organisational:
Standards
Policies
Procedures
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Code of ethics
A code of ethics, also referred to as a code of conduct, outlines how it will handle various issues including customer complaints:
What is included in a ‘Code of Ethics’?
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Code of ethics
The code of ethics may focus on ensuring:
Complaints can be submitted easily
All complaints are taken seriously
Timely responses are given in a prompt and polite manner
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Code of ethics
The code of ethics may focus on ensuring:
All action will be communicated in a timely manner
Complaints will be investigated and where possible, learnt from
All complaints will remain confidentialor to protect the privacy of parties
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Processing complaints considerations
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Quality systems, standards and guidelines
Each organisation will have an accepted level of performance that must be obtained in handling customer complaints.
These may include stated:
Objectives
Rules
Guidelines
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Scope of authority
All staff are under a legal obligation to only act within their specifically assigned scope of authority, relating to:
Their ability to act on behalf of the venue
Their authority to spend money on behalf of the venue
Their authority to act in given situations
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Complaints procedures
All organisations will have set procedures that must be followed in the event that a customer complaint has been submitted:
What will these procedures identify?
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Complaints procedures
How complaints can be lodged
Who can handle the complaints
Timelines for handling complaints
Timelines and documents to be completed
Reporting process
Level of authority
Steps to follow if complaint process or decision is not satisfactory
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Third party documents
Where external parties will be required to handle aspects of a complaint, they will have their own policies and procedures that must be addressed and followed:
Police
Medical/hospitals
Insurance companies
Embassies and consulates
Airlines, car hire and othertransportation providers
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Processing complaints considerations
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One of the key requirements of any investigatory activity in relation to a customer complaint is to collect evidence of problems that have lead to the complaint itself:
Why is it important to collect and review evidence?
Slide 79
Review documents/evidence
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Purpose of collecting evidence
Helps to identify:
Truth behind a complaint
Extent of the complaint
Cause of the problem
Who is responsible
Level of liability
Areas for improvement in the future
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Review documents/evidence
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Identify sources of problems
Where complaints take place, there must be a reason why a specific problem has taken place
We need to identify the source of problems
Slide 81
Review documents/evidence
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Identify sources of problems
Source of problems are normally caused by:
Employee
Organisation
Customer
Slide 82
Review documents/evidence
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Identify sources of problems
Employee qualities:
Problems may stem from the employee themselves and can include:
Person is new to the role
Person does not understand what they need to do
Person does not have the knowledge and skills to do the task
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Review documents/evidence
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Identify sources of problems
Employee qualities:
Person may have personal problems
Person cannot handle stressful situations
Physical problems, such as lack of energy, restricted movement, pain or illness
Slide 84
Review documents/evidence
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Identify sources of problems
Organisational sources:
Limited training
Lack of supervision, direction, instruction or explanation by management
Ineffective rostering of staff
Bad physical work environment andunsafe conditions
Ineffective work processes
Faulty equipment or power cuts
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Review documents/evidence
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Identify sources of problems
Customer sources
At times, the complaint may be influenced by the customer themselves including:
Large amount of customers coming at the same time
Difficult customers
Unreasonable requests
Slide 86
Review documents/evidence
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Collecting evidence relating to the complaint
This evidence may come in the form of:
Invoices
Discussions with staff
Discussions with other customers
Reviewing of surveillance equipment
Cashiering discrepancy reports
Observations
Findings from external investigations
Slide 87
Collect documents/evidence
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During the evidence collection process, any new information should be updated in the complaint file:
Why is this important?
What information should be recorded?
Slide 88
Update register of complaints
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Information to contain in file
Details of the person making complaint
Details of the complaint
Chronological order of events
Summary of discussions or activities taken
Record of person’s involved
Evidence collected
Recommendations
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Update register of complaints
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Element 3:
Determine and agree upon appropriate action to resolve complaint
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Determine and agree upon appropriate action to resolve complaint
Performance Criteria for this Element are:
Identify and review options to resolve procedures and guidelines
Agree and confirm action to resolve the complaint with the customer
Demonstrate a commitment to the customer to resolve the complaint
Inform customer of outcome of investigation of complaint
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Identify and review options to resolve the complaint Now is the time to discuss and identify a possible
solution to the problem
Most complaints can be effectively resolved by more than one solution
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Identify and review options to resolve the complaintYour aim must be to find a resolution that is:
Quick, easy and practical to implement
Satisfies those involved
Meets the limitations imposed on you by the law and organisational requirements.
Satisfies both customer and organisation
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Determining possible solutions
Possible options
What the customer wants
Taking into account all points of view
Organisational policies
Pre-programmed decisions
Non-programmed decisions
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Determining possible solutions
What the customer wants
One easy way to find out how to resolve the complaint is to encouraging the customer to identify what will solve the issue
Quite often all they may seek is an apology or a resolution is easier than what the manager was expecting
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Determining possible solutions
Taking into account all points of view
When dealing with a customer compliant it is important to consider the points of view of all parties involved
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Determining possible solutionsOrganisation policies
Formal, written policies on dealing with customer complaints are useful because they:
Provide guidance on what to do in order to resolve situations
Give consistency when dealing with customers
Relieve staff from having to make decisions
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Determining possible solutions
Organisation policies
These policies may address issues such as:
Who should deal with problems, complaints at different levels
When management or security staff should be involved
The limits of scopes of authority
Situations under which the property will not try to resolve a conflict regardless of what the customer may allege
Documentation for completion
Staff training required
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Determining possible solutionsPre-programmed decisions
Pre-programmed decisions are where a set policy or procedure is used to resolve an identified complaint
Many establishments use pre-programmed decisions to assist with complaint resolution
A pre-programmed decision is a decision that has been thought about and put in place to act as a standard establishment response to a given set of circumstances
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Determining possible solutions
Pre-programmed decisions
Designed for common problems
Provide consistency in decisions made
Saves staff having to determine what action they should take
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Determining possible solutions
Non-programmed decisions
Non-programmed decisions are where specific responses to individual complaints are determined on an individual case by case basis:
What should be the process in these scenarios?
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Determining possible solutions
Non-programmed decisions
If there is no pre-programmed action to follow then the manager has four basic options to choose from:
Ask the person what it will take to fix the problem
Meet the customer half-way or part-way
Offer a formal apology
Do nothing
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Agree on solution Once all possible solutions have been placed on the
table for consideration, there needs to be a concerted effort to find a mutually agreed solution
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Agree on solution
Constraints when reaching solution
Costs and budgets
Written policies
Availability
Organisational constraints
Legal constraints
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Agree on solution
Define agreed solution
In many cases a written course of action will be documented that outlines what action is to take place to resolve the complaint, as agreed by both parties:
Why is it important to document an agreed solution?
What information would you wish to record?
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Agree on solution
Define agreed solution
This may include a record and commitment outlining:
Actions or activities to take place
Who is responsible for ensuring action takes place
Who will undertake action
Timelines
Agreed standard of actions
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Resolve the complaint
Demonstrate a commitment to resolve the complaint
Now that agreement has been reached it must be actioned
This should be done as soon as possible and must be exactly in accordance with the agreement that had been reached
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Resolve the complaint
Demonstrate a commitment to resolve the complaint
Complaint resolution activities can be done by:
Manager or staff member themselves
Delegated to another person
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Resolve the complaint
Delegated resolution to another person
The manager or staff member must:
Explain the complaint to the correct individual
Ensure it is being completed within the specified time frame
Keep the customer informed of the progress of the resolution
Ensure the complaint has been resolved in accordance with the agreement and to the customer’s satisfaction
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Resolve the complaint
Inform customer of outcome of investigation of complaint
Inform customer of outcome
Keep customer informed
Follow up with customer
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Investigate complaint
Reasons for undertaking investigatory activities are to:
Identify problem
Ascertain the causes of the problem
Seek remedies to reduce it
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Investigate complaint
Some complaints that may NOT require investigation include:
Human error
Cultural or language misunderstanding
Communication error
Problem with machinery
Simple procedural error
Uncontrollable event
Something out of the control ofthe organization
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Investigate complaint
Some complaints requiring investigation include:
Those occurring on a regular basis
Those of a serious nature
Those which can be improved
Those which can be solved through training
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Element 4:Refer complaints
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Refer complaints
Performance Criteria for this Element are:
Identify complaints that require referral to other personnel or external bodies
Refer complaint to appropriate personnel for follow-up in accordance with individual level of responsibility
Forward all necessary documentation including investigation reports to appropriate personnel
Refer escalated complaints which cannotbe resolved to an appropriate person
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Identify complaints for referral
Whilst most complaints can be handled by individual staff members or managers within their scope of authority, at times complaints may need to be referred to executive management or external bodies:
What complaints are commonly referred?
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Identify complaints for referral
Common complaints for referral
This normally relates to matters:
Of a serious nature
Where specialist skills, knowledge and equipment is needed to determine evidence
Where criminal activity has taken place
Where scope of authority is exceeded
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Refer complaint to appropriate person
When it has been determined that a complaint needs to be referred to another person it must be done so in a timely manner:
Who is the appropriate person?
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Refer complaint to appropriate personAppropriate internal persons
The appropriate person, in some situations, may be:
A co-worker who has more experience than you
Higher manager
Security
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Refer complaint to appropriate personAppropriate internal persons when handling intoxicated patrons
It must be remembered, that the health and safety of staff and customers is the primary objective when handling complaints, especially instances involving intoxication
As a staff member, it is not a requirement for you to place yourself in harm’s way if you feel you cannot handle the situation
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Refer complaint to appropriate person
Appropriate internal persons when handling intoxicated patrons
Supervisor/Management
Security
DJ
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Refer complaint to appropriate person
Appropriate external persons
Police
Fire
Ambulance
Security company
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Refer complaint to appropriate personReaching suitable external assistance
Easy to reach contact details can include:
Special button
Posters with contact numbers
Speed dials
Other methods that are suitable
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Forward documentation
Forward all necessary documentation including investigation reports to appropriate personnel
By having accurate and completed records and evidence, it helps them to gain an understanding of all aspects of the matter in a more effective manner
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Forward documentation
Follow up with appropriate personnel
Whilst handing of written documentation and evidence is a great way to provide assistance to those to whom responsibility has been given for undertaking further activity, it is also worthwhile to meet with them personally to conduct a handover
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Forward documentation
Follow up with appropriate personnel
Benefits of conducting a personal handover include:
Background information can be summarised
Key points can be highlighted
A first hand account of activities can be explained, including reasoning for specific actions
Sensitive or confidential information can be identified and explained
Any queries can be clarified
Any further information or questions thatothers may have can be answered
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An escalated complaint
Types of escalated complains
The organisational policies specifically call for the complaint to be handled by management or some other nominated person
Every genuine effort on your part to resolve the issue has been unsuccessful
Physical confrontation is likely
Customer is swearing, making threats or drawing substantial attention to themselves
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An escalated complaintTypes of escalated complains
The customer is alleging impropriety, dishonesty or other fraudulent activity on behalf of a staff member
Customer intends taking legal action
Customer intends referring the complaint to the authorities
Customer intends taking the issue to the media
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Summary
Whilst customer complaints are often seen in a negative light, they can be an opportunity to turn an unfortunate situation into a positive learning experience.
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Revision and Assessments
It is now time to complete any:
Revision
Activities
Assessments
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Finish:
Thank you!
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